The journey to the final development of OPPORTUNITY 2021 began in August 2017 with a task force created
by the Board of Directors. In initial meetings, it became clear that the importance of a new Strategic
Plan and timing in the organizational development of the Boys & Girls Clubs of Skagit County meant that
nothing was to be rushed. Instead, the Strategic Plan Task Force set out methodically in creating a concept,
framework for collecting data and information, and development of metrics that would correspond
to goals and objectives.
The first determination was whether or not to align with the recently released GREAT FUTURES
2025 framework from Boys & Girls Clubs of America. As an independent Club organization, locally
governed, there is no requirement to adopt into a plan set forth by Boys & Girls Clubs of America.
However, in a more in-depth review of that plan, three of the four priorities resonated strongly with
leadership, and form the basis of OPPORTUNITY 2021: Reach More Youth, Increase Program Quality,
and Strengthen the Organization.
Focus groups were convened consisting of community leaders, all facilitated by Greg Reed of Greg Reed
Consulting who provided his services pro bono in support of the Boys & Girls Club. From these, themes
emerged that identified areas of growth within the initially targeted considerations. At a joint Board and
Club staff retreat, hours were spent in small and large groups
discussing what objectives could be adopted to reach those
goals, and over subsequent months, metrics created
that allow for regular review and reflection in
support of achieving
Providing a Great Future for Skagit County Youth
PURPOSE: To inspire and empower kids and teens in Skagit County to achieve success, and champion opportunities
for all Club members
• Reach More Youth
• Increase Program Quality
• Strengthen the Organization
GOAL: To transform the operational ability of the organization to be best responsive to the evolving needs of
youth ages 6-18 throughout Skagit County.
Priority 1: Reach More Youth
• Increase Square Feet of Dedicated Club Space by 50%
• Expand Outreach through Purposeful Program Integration
At any time point in the year for the past three, at least one community Clubhouse has found it necessary to
implement a membership waiting list system due to lack of space capacity. Increases in dedicated Club space
may mean capital expansion, opening new sites in existing mixed-use facilities, or entering into new shared-space
agreements that result in more area for youth development.
In recognition of the significant costs related to any expansion into additional space, another avenue of engagement
focuses on building new partner relationships and serving youth in non-traditional ways that do not impact
daily facility capacity.
In meeting these objectives, total Club square footage would increase to 21,500 sq ft in Skagit County, and 500
new unduplicated youth served annually.
Priority 2: Increase Program Quality
• Increase Opportunity to Youth
• Fully Implement Youth Program Quality Initiative
As a result of a takeaway from an executive development program, Board and Staff journeyed through exercises to isolate
an organizational “question zero”; primarily, with all activities and services considered within the context of the mission of
Clubs, what single word best represented what is hoped Club members receive. That word was Opportunity.
In relation to the objective listed, youth reflect about the life-changing result of different engagements, tours, and
experiences that occur during Club membership. Additionally, the needs of our kids and teens are increasing in
depth and breadth, with more requiring case management and referrals.
Beginning in 2014, our Clubs were pilots for efforts in Washington to adopt the Youth Program Quality Initiative
(YPQI), from the Weikart Center for Youth Program Quality. In seeing benefits from the creation of a Continuous Program
Quality Improvement Cycle, it has become clear that fully implementing YPQI will increase program quality for
Club members, with a secondary benefit of positively impacting staff retention through more profound professional
development and engagement.
Annual benchmark metrics are set that will impact the number of unique opportunities, the percentage of youth
receiving referrals and case management services, the percentage of program staff trained in YPQI Basic and YPQI
Methods, as well as the number of assessments conducted per site annually.
Priority 3: Strengthen The Organization
• Grow Internally
• Increase Community Engagement
With any business, you are stronger the more institutional knowledge remains through better staff retention. This is
also true with the Boys & Girls Clubs of Skagit County, though perhaps even more critical. The basis for success
with a Club member resides in the trusting, supportive relationship one builds with a staff member. In setting out
to increase staff retention rates, the organization grows stronger as both a business and social service agency. To
support this, we will provide better recognition of staff and volunteers and increase the number of staff receiving
advanced professional development opportunities.
Heard time and again, while many support the mission of the Clubs and know it is available to youth during the
critical out-of-school hours, each time someone tours a Club for the first time, the same statement is offered: “I
had no idea all that you did.” We know that by merely increasing the number of people touring our programs, a
more profound connection will be made to our essential mission. Additional strategies to improve donor retention,
already much higher than national benchmarks, will produce more significant resources which directly impacts all
facets of OPPORTUNITY 2021 and allows for the successful execution of this strategic plan.
When the objectives are fully realized, retention rates will improve both staff and donor/investors engagement, increased
allocation of financial resources toward recognition primarily of part-time, hourly staff will set Clubs above others as an
employer of choice, and more than 500 unique individuals will have toured a Club program for the first time.
Thank You For Building Opportunity 2021!
FOCUS GROUP PARTICIPANTS
Josh Axthelm, Architect, Fisher Construction Group
Wayne Barrett, Superintendent, Concrete School District
Kate Bennett, Executive Director, Leadership Skagit
Laurel Browning, Superintendent, Burlington-Edison School District
Anne Clark, VP of College Advancement, Skagit Valley College
Mike Crawford, Retired
Laurie Gere, Mayor, City of Anacortes
Bryan Harrison, City Administrator, City of Burlington
Carol Hawk, Program Director - CHOP, United General District #304
Lynne Jordan, Non-Profit Consultant
Sue Krienen, Community Advocate
Debra Lancaster, Executive Director, United Way of Skagit County
Rob Martin, Executive Director, Chinook Enterprises
Mike Matheson, Retired
Mary McGoffin, Executive Director, Skagit Community Foundation
Maggie Potter, Land Use Consultant, Community Relations Services
David Riddle, Principal, Mount Vernon School District
Danielle Baird Russell, Realtor, John L. Scott - Skagit
Rebecca Schlaht, Executive Director, Helping Hands Food Bank
Brad Tuininga, Director of Philanthropy, Skagit Valley College Foundation
Sarah Ward, Executive Director, Burlington Public Library
Karin Wigens, Volunteer, Boys & Girls Clubs of Skagit County
Levon Yangoyan, Fire Chief, City of Burlington
Tina Asp, Image360
Josh Axthelm, Fisher Construction Group
Pat Barrett, Barrett Financial, LTD
Annette Booth, Allstate Insurance
*Dr. Carl Bruner, Mount Vernon School Dist.
*Raymond Goda, DreamChasersRV
Mike Gubrud, Farmers Insurance
Eric Johnson, Stiles Law
Brenden Jones, SaviBank
*Rob Martin, Chinook Enterprises
Mark Nilson, Retired
*Bill Overby, Skagit Valley College
Ross Roberts, Shell Puget Sound Refinery
Holly Shannon, Carson Law Group
Brian Soneda, Retired
Becky Taft, Skagit Bank
Kelly Codlin, Andeavor Corporation
Carrie Wallace, Skagit Bank
*Denotes Strategic Plan Task Force member
Nathan Allen, Director of STEM Initiatives
Sarah Arquitt, Director of Administration
Jayne Branch, AIM Program Coor.
Shane Collins, Club Director
Patrick Dougher, Teen Director
Ian Faley, Associate Executive Director
Andrew Flores, Program Director
Desni Fonoimoana, OJP Mentoring Coor.
Tammy Findlay, Director of Marketing
Angela Freeberg, Area Director
Brian Gustafson, Site Director
Elizabeth Hanna, Program Director
Zac Hunter, Club Director
Ron McHenry, CEO
Erik Pineda, Site Director
Manny Smith, Director of Operations
Evan Wright, Development Coordinator